PEOPLE FIRST, ALWAYS.™
Inspiring conscious leaders to mindfully build successful companies that serve, synchronize, and integrate the best interests of all stakeholders to bring about positive local, national and global impact.
The consummate leader needs to be both a diplomat and a truth-teller, and those things don’t always line up perfectly.
It is the role of the leader to guide their company and often, that involves smoothing the waters and sometimes delivering bad news.
The skills of the diplomat are those of sensitivity toward the stakeholders and finding a navigable path when things get bent out of shape. The diplomat needs to balance often disparate needs to find a resolution.
According to Business Insider, unemployment filings hit 55 million over the past 20 weeks.
Layoffs, furloughs, freezes on hiring and downsizing are all reaching epidemic proportions. Usually, downsizing and consolidations are associated with declining financial performance for the companies going through these transitions, but not necessarily.
Here are some basic strategies and checklists to follow as you plan to re-open and/or re-imagine your business in the new COVID-19 reality. Download your list!
In a recent study by Stanford’s Center for Leadership Development and Research, nearly 100% of CEO’s surveyed said they enjoy the process of receiving coaching and leadership advice. Yet only one-third of those same leaders receive any formal coaching.
Of those CEO’s receiving coaching, 78% said it was their own idea to embark on the coaching journey. 21% said the catalyst came from the Board.
When asked what the key areas they were most seeking improvement in were, the cohort suggested the following:
A study by the National Center for Health Statistics found that having a positive belief in your ability to control your health outcomes and taking proactive steps to reduce the impact of stress, is far more likely to lead to better health outcomes.
In this study, those respondents that reported a lot of stress, AND perceived that stress had a major impact on their health had a 43% increased risk of premature death. Whereas, those respondents that reported a lot of stress, BUT perceived that stress did not have a major impact on their health had similar premature death rates to those reporting low stress levels.
Every one of our clients has one thing in common: they’re all in un-chartered waters.
As we work through the many intricacies and conundrums created by the COVID-19 crisis, we are beginning to see a glimmer of light at the end of this very dark tunnel.
Our strategy sessions are shifting from crisis management to re-imagining what the future may look like for businesses as restrictions ease, but many unknowns remain.
Many of us are working from home for the first time and it’s amazing the distractions that occur throughout the day. Everything from those chores that nag at us through to kids needing help with their online studies. It can often feel like you’re trying to get a lot of things done and none of them seem to get completed as efficiently as you’d like. As we’ve personally watched our kids tackle online school, it’s been fascinating to witness the same thing happening with them.
Obviously, a key area to focus your attention on is taking care of your existing customers. But many of your customers are simply trying to sustain their viability in these trying times. In many cases that translates to taking care of their team members and customers, and they may not have the bandwidth to deal with much else.
26 Non-Negotiables, Opportunities & Tips for Surviving and Thriving During and After the COVID-19 Pandemic
The impact of the COVID-19 pandemic on business and the economy is unprecedented.
Businesses negatively affected by COVID-19 are faltering. Even the most robust companies will need to fight their way back to their pre-pandemic best, and marginal ones will likely not re-emerge from the crisis.
Companies positively affected by COVID-19 also need to chart new courses. That might mean establishing new supply chains, recruiting additional talent, or retooling their business to cope with massive spikes in sales and activity.
As businesses recalibrate, strategize, and pivot, one thing remains clear: these are unchartered waters for everyone.
There are some non-negotiables and common denominators across industries and sectors, but for the most part this is a unique set of circumstances that demand novel solutions and strategies.
I have detailed some non-negotiables, opportunities, and tips below:
I first experienced the joy of sailing as a cadet at the Royal Australian Naval College. Harnessing the power of the wind was both challenging and exhilarating. Since those days of sailing Bosun’s Dinghies around Jervis Bay, I’ve sailed everything from windsurfers and kiteboards all the way up to a 48-foot catamaran on the Great Barrier Reef in Australia.
When you’re dealing with the unknown, facts are changing daily, experts are predicting very different outcomes, and the media, politicians and your own predilections are distorting the information you’re processing. This makes it really difficult to discern false evidence from real facts.
I have spent a great deal of time in front of teams and audiences presenting training, workshops and information. I truly enjoy the visceral experience and connection this creates for me and my audiences.
With the onset of the Coronavirus, scheduled trainings and conferences started dropping off everyone’s calendars and huge holes emerged in ongoing education and training programs. What a strange turn of events and yet a great opportunity to embrace the many benefits of virtual training.
I have worked with several online training platforms in the past and was familiar with the efficiencies and conveniences afforded by virtual modalities.
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The Affinity Principle™ by Grant Gamble presents a formula for business success through a people-centric, mindful leadership approach.